Wayne Topley - Managing director, Cedar Court hotels
Your career spans more than 25 years in hospitality leadership – what have been the defining moments that have shaped your approach as Managing Director today?
Every business I’ve joined has influenced my approach. You learn as much from challenges as you do from success, and those lessons stay with you.
The defining moment, though, was leading our team through COVID–19. It changed the industry, but more importantly, how we value people. Supporting teams through that uncertainty brought real clarity to my leadership. It reinforced that hospitality is, and always will be, about people first.
You’re leading the transformation of Cedar Court Hotels. What attracted you, and what excites you about its future?
I was drawn to the opportunity. Cedar Court had a strong heritage but needed direction and investment to unlock its potential.
That’s what excited me then and still does now. We’re building something people can be proud of, and seeing the team grow in confidence and capability is incredibly rewarding.
Cedar Court is built on “proper Yorkshire hospitality” – what does that mean in practice?
It’s simple. Welcome people as you would into your own home. No overcomplication – just being genuine, warm and attentive, ensuring every guest feels looked after from the moment they arrive. Done right, it leaves a lasting impression.
Since 2019, the group has undergone significant investment – what have been the key priorities?
We chose to be bold, investing over £10 million into bedrooms, meeting spaces and public areas to meet modern expectations.
But it’s not just physical – it’s about relevance. We’ve reshaped our offer around how people travel, work and meet today. And while we’ve made strong progress, we’re not standing still.
Each hotel has its own identity – how do you balance that with a strong group ethos?
It comes down to people. While we have clear standards, we encourage teams to be themselves, engage naturally and even make mistakes. That freedom builds confidence and authenticity, which guests connect with. Our role is to support that fully.
What does a high–performing hospitality team look like in 2026?
Engaged, empowered and always learning. Since 2020, we’ve developed our own programmes – from short “Cedar Feeders” sessions to our six–month Cedar Leaders course.
Over 75% of management roles are filled internally, which I’m incredibly proud of. When our teams thrive, the business thrives.
Sustainability and community partnerships are a big focus–how are these shaping the business?
They’re embedded in everything we do. We’ve invested around £2 million into energy efficiency, including solar across three hotels.
Beyond that, how we manage waste and choose partners are conscious decisions. It’s about building a sustainable operation that benefits both the business and our communities.
What does the next chapter of Cedar Court Hotels look like?
We’re rethinking how we use our spaces. Demand for traditional meeting rooms has shifted, so we’ve adapted – transforming areas into community–focused spaces like salons, gyms and flexible offices.
It’s a “business within a business” approach, and it’s already proving successful.
You’re helping to launch Hospitality Live in Leeds – what’s the vision?
We wanted something fit for today’s industry. Traditional trade shows can feel rigid, so Hospitality Live is more dynamic – a one–day event flowing into an evening experience, focused on meaningful conversations rather than transactions.
What advice would you give to someone building a career in hospitality?
Go for it – the rewards can be incredible. Be prepared to work hard, and most importantly, engage. Build relationships, grow your network and put yourself out there. It makes a real difference.
Finally, how do you switch off?
I enjoy simple things done well – great food, good company and travel when I can. And when I need to reset, a long walk with the dog helps clear my head and refocus for the week ahead.
cedarcourthotels.co.uk
